Leadership program

Coach the Coach

Train the people who train your people

Most leadership investment evaporates because the manager who returns from training has no one coaching them. This program builds internal coaching capability inside your senior leadership population, so capability development compounds through your line, not through external vendors alone.

Senior LeadersMid-level Managers

What participants will be able to do

Outcomes, observable from the participant’s line manager.

Each program is delivered with a participant-and-manager outcome rubric. Six weeks after the program, the participant’s line manager rates observed behavior change against this rubric.

01
Run a structured coaching conversation without leaning on training scripts
02
Diagnose where a coachee is genuinely stuck versus avoiding the work
03
Hold the coachee accountable without recreating manager-direct-report dynamics
04
Build a coaching cadence that survives the coachee's quarterly pressure

Capabilities this program operationalizes

Leadership Development Coaching

Where this program has been delivered

Engagements that featured this program.

ASEAN, Multinational

Building a coaching cadence inside a senior leadership population

A multinational services group, ASEAN leadership cohort

Senior services leaders across the ASEAN region were attending leadership programmes at scale, with limited durable improvement. The HR leadership team's hypothesis was that the gap was downstream of training: senior leaders had no one coaching them through the application phase. The brief was to build internal coaching capability inside the senior cohort itself, so that the development of the next leadership tier compounded through the line rather than through external vendors.

Read the case study

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